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An Industry Briefing Note from MCP ‘Operational Improvement Opportunities’

jj 17 28An Industry Briefing Note from MCP ‘Operational Improvement Opportunities’

Are you building the right Operational Improvement Plan?

Can you quantify the value of various improvement opportunities available? Are you concerned there is a big prize being missed? Do you know which is the right improvement approach for your plant or factory, and the specific issues facing you today? (Read More)

Understanding Improvement Opportunity

A good plan is one of the key ingredients to a successful improvement programme. However, before one can begin to build the plan, there are 3 key elements of understanding required:
1. Improvement Opportunity Value – by assessing current performance against ‘perfection’ in each area. Understand the achievable best-in-class benchmarks for the technologies used. Compare current to achievable, and identify the 12 month and 3 year realisable opportunities for each area or type of improvement. Understand the benefit from deploying capital equipment fixes v non-capital improvement activity.
2. The Type of Losses – by taking the improvement opportunities in Pareto (80/20) order according to realisable value, work to understand the nature of the losses which make up those opportunities.

Identify the difficulty level of problems that the organisation decides to live with rather than resolve.
Identify the split between high impact low frequency downtime issues and low impact high frequency issues.
Understand MTTR (Mean time to repair) and MTBF. (Mean time between failure)
Analyse ‘run strategy’, and current changeover policy and behaviour.
This information is key to understand which of the many available improvement are the right ones in this specific.
3. Organisational maturity toward improvement – by understanding the existing business strategy in terms of:

performance, improvement, depth of deployment and level of existing alignment;
accountability and effectiveness of existing measures and systems to prioritise issues;
use of the existing toolkit and its effectiveness to address these issues;
structure of the management process to drive improvement;
how the organisation assigns time and resources to resolve known issues.
Next Steps – Create your Improvement Plan

If you are sure you have your improvement opportunities valued correctly, that you know the improvement tools that will fix your problems, and that the organisation doesn’t have any weaknesses when it comes to ensuring sustained improvement, then it is time to move on and create the improvement plan.

But it may be the case that not all the pieces fit into the improvement planning jig saw. There is likely to be gaps in your knowledge or a lack of skill in a particular area to gather and utilise information.  This is where outside expertise could help with the criteria for a supported LEAN site assessment and plan.

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